The impact of lean production on operational performance: a case study

Abstract

PurposeThis paper aims to investigate the impact of adopting lean manufacturing principles on operational efficiency by eliminating seven major lean wastes (or Muda) in a Malaysian stationery manufacturer. Much of the research on lean considers its application to larger organisations with stable demand patterns. This research examines a small- and medium-sized enterprise (SME) with a volatile demand pattern.Design/methodology/approachA process activity mapping (PAM) methodology was utilized to identify the potential for waste elimination. PAM is a visual tool that considers every step in a production process. Value-added and non-value-added activities are therefore examined to understand hidden wastes and their sources.FindingsThe results revealed that the adopted lean principles significantly reduce the waiting times. This time reduction resulted in savings (reduction of cycle time) and to a certain extent, can be a crucial driver in continuous improvement sustainability in the production process.Research limitations/implicationsThe study focuses on a single case study and provides a springboard for further research. Future studies examining the results across a broader sample of organisations would develop the findings further.Practical implicationsThe extant literature cites mixed success for lean implementation programmes. The results demonstrate that lean is still recognised as a powerful approach to improving operations in SMEs.Originality/valueThis paper reflects on the application of lean in a real case study showing the impact of lean on operational performance of an SME.

Operational performance improvement in manual assembly lines: a case study in Denmark and conceptual model for quick and long-term wins

“…As a result, the travel distances between stations can be reduced while reducing delays in the line. These study findings support the extant literature demonstrating the effects of eliminating the seven major lean wastes on waiting time and cycle time reduction (Memari et al. , 2022).…”

“…They suggest additional work is necessary to address the challenges arising from designing both the production line and the product families simultaneously. Memari et al. (2022) suggest that case analyses are needed to compare the operational performance improvements for different sizes of industries.…”

“…Waiting time was reduced by designing a new kanban die rack, motion waste was reduced by designing a new finishing line setup and quality defects were reduced through process improvements. Memari et al (2022) analysed the impact of implementing lean principles on operational efficiency using the process activity mapping methodology. They eliminated seven major lean wastes and achieved reduced waiting times and cycle times as the main outcomes.…”

“…They suggest additional work is necessary to address the challenges arising from designing both the production line and the product families simultaneously. Memari et al (2022) suggest that case analyses are needed to compare the operational performance improvements for different sizes of industries. To advance the research on production levelling, Singh and Awoke (2023) recommend conducting longitudinal and in-depth case studies on total productive maintenance (TPM) implementations to understand better the nature of interactions between TPM and other lean production practices.…”